ObjectivesObjectives 1.An overall understanding of how appropriate human resources can be provided for the organization 2.An appreciation for the relationship.

ObjectivesObjectivesObjectivesObjectives1.An overall understanding of how appropriate human resources can be provided for the organization

2.An appreciation for the relationship among recruitment efforts, an open position, sources of human resources, and the law

3.Insights into the use of tests and assessment centers in employee selection

4.An understanding of how the training process operates

5.A concept of what performance appraisals are and how they can best are conducted

Defining Appropriate Human ResourcesDefining Appropriate Human ResourcesDefining Appropriate Human ResourcesDefining Appropriate Human Resources

Individuals with in the organization who make a valuable contribution to management system goal attainment

Steps in Human ResourcesSteps in Human ResourcesSteps in Human ResourcesSteps in Human ResourcesRecruitmentKnowing the jobKnowing sources of human resourcesSources inside the organization

Human resource inventory Management inventory cardPosition placement formManagement manpower replacement chart

Steps in Human ResourcesSteps in Human ResourcesSteps in Human ResourcesSteps in Human Resources

Steps in Human ResourcesSteps in Human ResourcesSteps in Human ResourcesSteps in Human Resources

Steps in Human ResourcesSteps in Human ResourcesSteps in Human ResourcesSteps in Human Resources

Steps in Human ResourcesSteps in Human ResourcesSteps in Human ResourcesSteps in Human Resources

Steps in Human ResourcesSteps in Human ResourcesSteps in Human ResourcesSteps in Human Resources

Steps in Human ResourcesSteps in Human ResourcesSteps in Human ResourcesSteps in Human ResourcesRecruitment (Continued)

Sources Outside the Organization1. Competitors2. Employment agencies3. Readers of certain publications4. Educational institutions

Knowing the Law

Affirmative Action1. How many are employed2. How many should be employed3. Compare step 1 vs. 2

Steps in Human ResourcesSteps in Human ResourcesSteps in Human ResourcesSteps in Human ResourcesSelection

Testing1. Aptitude tests2. Achievement tests3. Vocational interests4. Personality tests

Testing Guidelines

Steps in Human ResourcesSteps in Human ResourcesSteps in Human ResourcesSteps in Human Resources

Steps in Human ResourcesSteps in Human ResourcesSteps in Human ResourcesSteps in Human ResourcesSelectionAssessment Center

1. Leadership2. Organizing and planning ability3. Decision making4. Oral and written communication skills5. Initiative6. Energy7. Analytical ability8. Resistance to stress9. Use of delegation

Steps in Human ResourcesSteps in Human ResourcesSteps in Human ResourcesSteps in Human ResourcesSelectionAssessment Center

1. Leadership2. Organizing and planning ability3. Decision making4. Oral and written communication skills5. Initiative6. Energy7. Analytical ability8. Resistance to stress9. Use of delegation

Steps in Human ResourcesSteps in Human ResourcesSteps in Human ResourcesSteps in Human ResourcesSelection (Continued)Assessment Center

10. Behavior flexibility11. Human relations competence12. Originality13. Controlling14. Self-direction15. Overall potential

Steps in Human ResourcesSteps in Human ResourcesSteps in Human ResourcesSteps in Human Resources

Steps in Human ResourceSteps in Human ResourceSteps in Human ResourceSteps in Human ResourceTraining

Four Steps

1. Determining training needs

2. Designing the training program

3. Administering the training program

4. Evaluating the training program

Steps in Human ResourceSteps in Human ResourceSteps in Human ResourceSteps in Human Resource

Steps in Human ResourceSteps in Human ResourceSteps in Human ResourceSteps in Human ResourceTraining (Continued)

Determining training needs

Designing the training program

Administering the training program

Techniques for transmitting information1. lectures2. Programmed learning

Techniques for developing skillson-the-jobclassroom

Steps in Human ResourceSteps in Human ResourceSteps in Human ResourceSteps in Human ResourceTraining (Continued)

Evaluating the training program

1. Has the excessive reject of products declined?

2. Are deadlines being met more regularly?

3. Are labor costs per unit produced decreasing?

Steps in Human ResourceSteps in Human ResourceSteps in Human ResourceSteps in Human Resource

Steps in Human ResourceSteps in Human ResourceSteps in Human ResourceSteps in Human ResourcePerformance Appraisal

Why use performance appraisals

1. They provide systematic judgments to support salary increases, promotions, transfers, and sometimes demotions or terminations

2. They are a means of telling subordinates how they are doing and of suggesting needed changes in behavior, attitudes, skills, or job knowledge; they let subordinates know where they stand with the boss

3. They furnish a useful basis for the coaching and counseling of individuals by superiors

Steps in Human ResourceSteps in Human ResourceSteps in Human ResourceSteps in Human ResourcePerformance Appraisal

Handling performance appraisals

Potential Weakness of Performance Appraisals1. Performance appraisals focused employees on short-term rewards rather than on issues that are important to the long-run success of the organization2. Individuals involved in performance appraisal view them as a

reward-punishment situation3. The emphasis of performance appraisal is on completing paperwork rather than on critiquing individual performance4. Individuals being evaluated view the process as unfair or biased5. Subordinates react negatively when evaluators offer unfavorable comments